psychosocial factors nift-ergonomics

7/30/2019 Psychosocial Factors NIFT-Ergonomics

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Psychosocial Factors:Stress and Health Management

Dr. Suman Mukhopadhyay Assistant Professor,

National Institute of Industrial Engineering (NITIE), Mumbai


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Goal of Every Industry.

IncreasedProductivity


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Factors.You wish you could Control

IncreasedProductivity

ImStress

Other Factors


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An individuals adaptive responseto changes in the environment thatplace demands on the individual.

People adapt in many different ways Functional Dysfunctional

The stimuli that induce stress arecalled stressors

Stress may be physical orpsychological

Stress
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TYPES OF STRESS

Negative stress

Positive stress

To be or not to be..


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NEGATIVE STRESSDistress

Distress or negative stress occurswhen your level of stress is eithertoo high or too low and your bodyand/or mind begin to respondnegatively to the stressors.

POSITIVE STRESSEuStress

Eustress or positive stress occurswhen your level of stress is highenough to motivate you to moveinto action to get things

accomplished.


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Positive versus Negative Stress Positive stress

Feelings of excitement &anticipation

Creativity is heightened

Coping skills learned andadapted quickly Ability to process

information rapidlyincreases

Perception narrows,concentration increases

Heightened physicalstamina

Bonding increases

Negative Stress Feelings of anxiety and

uncertainty Creativity is stunted

Coping skills areoverwhelmed Ability to process

information is stunted Perception narrows Easily distracted by

surrounding stimuli Somatic symptoms Conflict and blaming occur


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Typical Relationship BetweenPerformance and Stress

Too Little Stress Optimum Stress Excessive Stress

Low Amount of Stress High

L e v e

l o

f

P e r f o r m a n c e

Low(poor)

High(excellent)


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The Stressors

Stress is not caused by any external factor. It is

created by oneself by the way one perceives about theexternal factors.

The situations in which most of the people tend to getstressed are called stressors.

Stressor is an agent, condition, or other stimulus thatcauses stress to an organism.


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Causes of Stress

Causes Consequences

Life Stressors

OrganizationalStressors

ExperienceStress

Life Changes

Life Trauma

Burnout

Task Demands:Occupation

Security

Overload

Physical Demands:

Temperature

Office Design

Role Demands:Conflict

Ambiguity

Overload

Interpersonal Demands:

Group Pressures

Leadership Style

Personalities

Individual Consequences

Behavioral

Psychological

Medical

Organizational

Consequences

Decline in performance

Turnover & absenteeism

Decreased motivation &

satisfaction


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Work/Organizational Stress. It is the response people

may have when presentedwith work demands andpressures that are not

matched to their knowledgeand abilities and whichchallenge their ability tocope.

Little or no support fromemployers and colleaguesmakes the situation worse.


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Confusion

There is often confusion between work pressure or challenge andstress and sometimes it is used to excuse bad management practice.

Pressure at workplace is unavoidable due to demands of thecontemporary work environment.

Pressure perceived as acceptable by an individual, may even keepworkers alert, motivated, able to work and learn, depending on theavailable resources and personal characteristics.

When the pressure becomes excessive or otherwise unimaginable itleads to stress.

Stress can damage your workers health and your businessperformance.


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Healthy Job ???

According to WHO (1986), health is not merely theabsence of disease or infirmity but a positive state of

complete physical, mental and social well-being.

A healthy job is one where the pressure on employees areappropriate in relation to their abilities and resources, to

the amount of control they have over their work and thesupport they receive from people who matter.


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Healthy Working Environment

A healthy working environment isone in which there is not only anabsence of harmful conditions butan abundance of health promotingones.

It is one where the staff have made

health and health promotion apriority and part of their workinglives.


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A Continuous Balancing Act !!!


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Job StressThe goal is to manage our jobstress before it manages us!


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Work overload

Time pressure and deadlines

Work-related travel

Long working hours

Taking my work homeInadequately trained subordinates

My beliefs conflicting with those of theorganization

Interpersonal relationsThreat of job loss

Dealing with unions

Lack of power and influence

Lack of career development

Keeping up with newtechnology

Dealing withenvironment groups

My spouses attitudetowards mywork/career

Demands of work onmy relationship withmy familyDemands of work onmy private and sociallife

Etiology of Work & Lifestyle Stress


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Causes of Workplace Stress

Stress at work often occurs when the pressure toperform is greater than the available resourcesand/or the capability .

Job Insecurity High Demand for performance Technology Workplace culture


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Economic Burden of Stress


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Included in Costs of Stress

Absenteeism (occupational & non-occupational) Turnover Productivity

Accidents Injuries Illnesses (premiums, taxes, health office)

Creativity and Quality Customer relations Substance abuse


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One Nation Under Stress Corporate Mergers Corporate Downsizing Stock Market Jitters

Urban Sprawl 24/7 Accessibility Global Terrorism Techno stress

Health Care Reform Pension & Benefit Issues Global Warming Privacy issues


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Americans are working longer and harder. During the 1990s, the U.S.economy has created 6 million jobs, but the increased work load is equal to8 million jobs.

According to the National Institute of Occupational Safety andHealth, 46% of working adults view their jobs as very stressful orextremely stressful.

A survey by the American Management Association found that 81%percent of respondents suffer from the ill effects of stress at least once aweek.

In a survey of medical and personnel directors of Fortune 1,000

companies, 70% said mental health problems were fairly or very pervasive. Stress costs employers about $150 billion annually in workers

compensation claims, absenteeism, turnover, and health and disabilityclaims, reducing profits by about 10%.


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Costs of Stress

EU = 20bil euros yearly US = $200-350 billion yearly Great Britain = $64.8-66.1 bil yearly Japan = $232 bil yearly

Canada = $33 bil yearly

f


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Impact of Stress Costs:What does it mean?

Employer Size Total Costs due to Stress100 employees $894,660.001000 employees $8,946,600.00


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Scope of Problem

3 billion people work daily3-12 hours per day2-6 days per week45-52 weeks per year45 years

Exposure to work environmentExposure to stress?


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Recognition of Stress Impact

US = Healthy People 2010 EU= reports calling for minimization of stress

on the job UK = Standards for Stress with goals Japan= karoshi (suicide from work-related

stress) United Nations = disease of century WHO = world wide epidemic


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Worldwide facts and figures:

121 million people suffer from depression

1 million people die from suicide every year

10-20 million people attempt suicide


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Absenteeism

Non-occupational absenteeism:

Occupational absenteeism:

TOTAL WAGE COST IN ABSENTEEISM PEREMPLOYEE PER YEAR: $527.67

5 paid daysper year

75% stressrelated

3.75 days lostdue to stress

$122.57 dailywages

$459.64 peryear per

employee

.74 days peryear

75% stressrelated

.55 days lostdue to stress

$122.57 dailywages

$68.03 peryear per

employee


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18% of employees

abusesubstances

40%Productivity

Loss

7.2%productivityloss for allemployees

$31,868.20annualwages

$2,294.51per year peremployee

Substance Abuse

Other Stress Behaviors12% reducedproductivity due tostress

$31,868.20 annualwages

$3,824.18 per year peremployee


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Cost of Health Insurance

$1.87 perhour per

employeefor healthinsurance

$3,403.40per year

peremployee

90%utilization

forprimarycare =$3063.06

75%primary

care stressrelated

$2,297.30per year

peremployee


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Indian ScenarioStart Worrying!!!

According to the World Health Organization (2005),the estimated loss in Indias national income due toheart diseases, hypertension and diabetes in 2005was US $9 billion compared to US $3 billion forBrazil.

These losses are projected to exceed US $200 billionin the next decade, unless preventive measures aretaken in which case, an accumulated economicgrowth of US $15 billion can be expected.


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Indian ScenarioStart Worrying!!!

It is projected that India will lose US $23 billion annually in

foregone income over the decade 2005 and 2015 owing todeaths relating to just three chronic diseases.

Income loss as a percentage of GDP for populous countrieslike India will be high, around 1.27 per cent in 2015.

This loss in income is attributed to labour units lost onaccount of death from chronic disease as well as the medicalexpenditure to treat these conditions.

Study has estimated that a 2 per cent reduction in chronicdisease death rates annually between 2005 and 2015 willresult in an accumulated income gain of US $15 billion inIndia.


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Estimates of losses in national income due to chronic diseases


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Response To Stress


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Effects of Stress

Physiological effects Increased blood pressure, increased heart rate,

sweating, hot and cold spells, etc.

Emotional effects Anger, anxiety, depression, lowered self-esteem, etc.

Behavioral effects

Poor performance, absenteeism, high accident rates,high turnover rates, etc.


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Impacts of Stress

Health problems

Coronary heart disease, back pain, headaches, etc.

Impact on the organization Increased health insurance costs and lost work days

Over 75% of industrial accidents are rooted in

stress Stress- related workers compensation claims


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GENERAL ADAPTATION SYNDROME

Alarm response

Adaptation

Exhaustion


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General Adaptation Syndrome

The general adaptation syndrome (GAS) Eustress = stress triggered by a pleasant stressor

Distress = stress triggered by an unpleasant stressor

Stages of GAS Alarm = fight-or-flight reaction Resistance = new level of homeostasis characterized by

increased resistance to stress Exhaustion = life-threatening physiological exhaustion


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ALARM RESPONSE

This is the Fight or Flight response that

prepares the body for immediate action.


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ADAPTATION PHASE

If the source persists, the body prepares for long-term protection, secreting hormones to increase

blood sugar levels. This phase is common and notnecessarily harmful, but must include periods of relaxation and rest to counterbalance the stressresponse. Fatigue, concentration lapses, irritabilityand lethargy result as the stress turns negative.


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General Adaptation Syndrome

The Physiology of Stress:


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The Physiology of Stress:Neuro-endocrine model

fight -or- flight response : Walter Cannon

Our bodys automatic response when we perceive a threator danger and helps us to survive.

The initiation of the stress response

Activation of the hypothalamic-pituitary axis (HPA axis)

Turning on of the sympathetic autonomic nervous system (ANS).

Sympathetic activation of adrenal medula (SAM axis):Secretion of epinephrine, norepinephrine and cortisol from adrenal gland


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The Physiology of Stress:endocrine model

Release of corticotrophin releasing hormone (CRH) from hypothalamus.

Release of adrenocorticotropin (ACTH) from pituitary gland

Secretion of epinephrine, norepinephrine and cortisol from adrenal gland


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Physical Response to Stressors = Fight-or-Flight Reaction

Key chemical messengers during the stress response

Norepinephrine = neurotransmitter released by thesympathetic division to increase body functions; increases

attention, awareness, alertness Epinephrine = hormone secreted by the inner core of the

adrenal gland

Cortisol = steroid hormone secreted by the outer layer of the adrenal gland

Endorphin = brain secretions that have pain-inhibitingeffects


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Physical Response to Stressors:Fight-or-Flight Reaction

Together, the nervous system and the endocrine systemprepare the body to respond to a stressor

The physiological response is the same regardless of thenature of the stressor

Once a stressful situation ends, the parasympatheticdivision returns the body to homeostasis a state of stability and consistency in an individuals physiologicalfunctioning

The fight-or-flight reaction is often inappropriate fordealing with the stressors of modern life, many of which donot require a physical response

Fight or Flight Reaction


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Fight-or-Flight Reaction

Fight or Flight Reaction


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Fight-or-Flight Reaction


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Actions of the

Sympathetic andParasympatheticDivisions of the

ANS


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The Physiology of Stress

The net result is a sympathetic autonomic nervoussystem mediated response which includes: 1. Increased central nervous system (CNS) activity

2. Increased mental activity3. Increased secretion of epinephrine, norepinephrineand cortisol

4. Increased heart rate5. Increased cardiac output6. Increased blood pressure


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7. Increasing breathing rate

8. Breathing airways dilate9. Increased metabolism10. Increased oxygen consumption

11. Increased oxygen to the brain12. Blood shunted away from the digestive tract and

directed into the muscles and limbs

13. Increased muscle contraction


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14. Increased blood coagulation15. Increased circulation of free fatty acids16. Transient increase in blood cholesterol17. Increased blood sugar released by the liver to

provide fuel for the muscles18. Release of endorphins from the pituitary gland19. Pupils of the eyes dilate20. Piloerection


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21. Reduction in blood viscosity22. Increased brain wave activity23. Sweat glands increase secretion24. Increased secretion from apocrine

glands resulting in foul body odor25. Peripheral vasoconstriction

26. Immune system is suppressed27. Kidneys decrease output28. Bowel and bladder sphincter close29. Saliva dries up (mouth becomes dry)30. Decreased perception of pain


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Response of stress in females:the tend and befriend reaction

Studies carried out by the NationalInstitute of Mental Health characterizedstress response in female by tend and befriend behaviour as against the fight-

or-flight reaction theory which has beendisproportionately based on studies of males.

The tend and befriend patternemanates form the females instinctivenurturance of offspring, even understressful conditions; adopts amiableattitude to ward off potential stressors.


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Gender and Stress

Gender roles affect perception of and responses to stressors Both sexes experience the fight-or-flight physiological

response to stress

Women are more likely to respond behaviorally with apattern of tend -and- befriend Gender differences may be partly tied to higher levels of the

hormone oxytocin in women


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Lifestyle Stress & NCD The Result (NCD): HypertensionDiabetes

Cardiovascular DiseaseCancer Mental health problemsEarly burnoutsRepeated stress

injuriesUrinary problemReproductive problemDigestive problemPsychosomatic

illnesses

To cope : Coffee AlcoholCigarettesetc

The symptoms : Depression Absenteeism AnxietyInsomniaStress


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Coping Strategies


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Managing stress throughincorrect Coping

Strategies

Drinking coffee (caffeine) Smoking

Alcohol Fast-foods & Binge eating


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What is Coping?

Process of managing the discrepancybetween the demands of the situationand the available resources.

Ongoing process of appraisal andreappraisal (not static)

Can alter the stress problem ORregulate the emotional response.


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Emotion-Focused Coping

Aimed at controlling the emotional response to thestressor.

Behavioural (use of drugs, alcohol, social support,distraction) and cognitive (change the meaning ofthe stress).

Often used when the person feels he/she cantchange the stressor (e.g., bereavement); or

Doesnt have resources to deal with the demand .


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Emotion-Focused Coping

Seeking social support can be either problem oremotion-focused coping.

Distancing cognitive effort to detach

Escape-avoidance wishful thinking or takingaction to escape or avoid it. Self-control attempting to modulate ones

feelings in response to the stressor.

Accepting responsibility acknowledging onesrole in the situation while trying to put thingsright.

Positive reappraisal create positive meaning.


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Problem-Focused Coping

Aimed at reducing the demands of thesituation or expanding the resources fordealing with it.

Often used when the person believes thatthe demand is changeable.


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Problem-Focused Coping

Planned Problem-Solving analyzingthe situation to arrive at solutions andthen taking direct action to correct theproblem.

Confrontive Coping taking assertiveaction, often involving anger or risktaking to change the situation.


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Gender and Coping

Men generally employ problem-focused copingstrategies more than emotional focused strategies.

Opposite for women, with women more oftenemploying emotion-focused strategies.

If men and women in same occupation, genderdifferences disappear, suggesting that societal sexroles influence choice of coping strategies.


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Cognitive Re-structuring

Process by which stress-provoking thoughtsare replaced with more constructive one.


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Adopting Healthy Coping Skills

Exercise Downtime for self-care Balance between work and play; leisure activities Time management initiate a schedule Actively pursuing major activities Practicing Learned Optimism


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Stress Management Seeing the Light


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Stress Management:The Ergonomic Perspective


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What is the best solution?

Prevention

Every $1 invested on prevention saves $16

A B C of Stress Management


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A B C of Stress Management

A = AWARENESS

What causes you stress?

How do you react?


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B = BALANCE

There is a fine line between positive / negativestress

How much can you cope with before itbecomes negative ?


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C = CONTROL

What can you do to help yourself combat thenegative effects of stress ?


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Stress Management Techniques

Change your thinking

Change your behaviour

Change your lifestyle


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Change your thinking


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g y g Reframing: - To change the way you look at things in order to feel

better about them.- To view the things in a different light and less

stressfully.

Positive Thinking: - Forget powerlessness, dejection, despair, failure.- Focus on positives- Focus on your strengths- Learn from the stress you are under- Look for opportunities.- Seek out the positive and make a change for the

better.


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Past Experiences

Past experiences influence the cognitiveevaluation of a potential stressor

Effective behavioral responses can overcomethe effects of negative past experiences


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Change your Behaviour

Be assertive Get organised Ventilation Humour Diversion and distraction

Change your behaviour


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1. Be assertive:

- Extending the range of communication skills

- Stand up for your personal rights- - Try and replace the Fight and Flight reaction with the moreamiable Tend and Befriend reaction.

Express your thoughts, feelings and beliefs directly, honestly andspontaneously.

The right to express opinions / beliefs:

The right to say Yes/No for yourself Right to change your mind

Right to say I dont understand Right to be yourself, not acting for the benefit of others The right to decline responsibility for other peoples problems The right to make reasonable requests of others The right to set your own priorities The right to be listened to, and taken seriously


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Practice the following assertive skills:

Establish good eye contact: neither stare nor look down or away

Stand or sit comfortably - dont fidget Talk in a firm, steady voice Use body language I think / I feel What do you think? How do you feel? Concise and to the point


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Assertive People

Respect themselves and others

Take responsibility for actions and choices Ask openly for what they want Disappointed if want denied

Self - confidence remains intact Not reliant on the approval of others


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Benefits

Higher self-esteem Less self-conscious Less anxious Manage stress more successfully Appreciate yourself and others more easily

Feeling of self-control

2 G i d


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2. Get organised:

- Structured approaches offer security againstout of the blue problems. - Prioritising objectives duties and activities

makes them manageable and achievable.- Dont overload your mind.- Organisation should help to avoid personaland professional chaos.


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3. Ventilation:

A problem shared is a problem halved

- Develop a support network through friends orcolleagues to talk with.

- Writing a diary or notes may help releasefeelings but do not re-read what has beenwritten.


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4. Humour: Dont be too serious or in constant alert mode

Humour is:- Good stress reducer

- Relieves muscular tension- Improves breathing- Creates neuro-chemical changes that can buffer the

immunosuppressive effects of stress.

- Lowers serum cortisol levels- Increase the amount and activity of the T-lymphocytes,

the natural killer cells.


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5. Diversion and distraction:

- Take time out- Get away from things that bother you

- Reduce stress level- Calm down- Think logically

h l f l


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Change your lifestyle

Diet:

- Get a healthy, balanced and wholesome diet- Avoid fast foods with empty calories

Smoking & Alcohol:

- Abstinence is best.

- Smoking and alcohol consumption are potentstressors.There are thousands of free radicals present incigarette smoke that can cause immense damage tothe body.

Exercise: A t d t


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- Acts as a de-stressor- Improves blood circulation- Lowers blood pressure and prevents CHD- Clears the mind of worrying thoughts and improves self

image- Makes you feel better about yourself - Increases social contacts.

Sleep: - Good stress reducer- A good nights sleep ensures that you wake refreshed and

have plenty of daytime energy.


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Leisure & Relaxation :

- Develop interest inhobbies and activities- Do something differentand diversify youractivities

- Spend leisure time withyour family.

f f l


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Benefits of Relaxation

Lowers blood pressure Combats fatigue Promotes sleep Reduces pain

Eases muscle tension

Ti M


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Time Management

Make a listWhat MUST be done

What SHOULD be doneWhat would you LIKE to do

Cut out time wasting

Learn to drop unimportant activities Say no or delegate


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Plan your day Set achievable goals

Dont waste time making excuses for notdoing something


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Organizational Stress Management

Healthy Work: Managing Stress in the Workplace


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Creating a healthy and safe workplace requiresemployers and employees to work systematicallytogether to identify hazards and manage them

M i St i th W k l


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Managing Stress in the Workplace

Traditional view Stress is the responsibility of the individual

Organizational view Employers and employees have a

responsibility to address work-related stress

3 Approaches to Tackling Work-


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pp grelated Stress

PreventionStress Risk AssessmentsIdentifying and acting on the causes of stress

ManagementGiving staff the skills to cope / manage

TreatmentProfessional medical and psychological support

Stress Risk Assessment -


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A Preventive Approach

SRA aims to identify:1. The level stress (the harm)

2. The main sources of work-related stress (thehazards)

3. What practicable steps can be taken toeliminate the sources of stress(hazards), if possible

A I t ti l P ti


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An International Perspective

An international review of stress prevention in theworkplace highlights that there has been a lack of systematic Stress Risk Assessment (Kompier and

Cooper, 1999).

The UK Health and Safety Executive (HSE)Guidance recommends that a risk assessment

approach be followed when tackling work-relatedstress

Steps to Risk Assessment


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Steps to Risk Assessment

Step 1: Identify Hazards

What mightcause harm?

Step 2: Evaluate HarmWho couldbe harmed,and how?

Step 3 (b): Introduce controlsWhat can we doto reduce the risk

that hazards

will cause harm?

Step 3 (a):Evaluate RisksHow likelyis it that thehazard could

cause harm?

Step 4 & 5 - Record and Re-Assess

Comparison of a Risk Assessment With a


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Stress Risk Assessment

Risk Assessment Stress Risk Assessment

1. Identify the Hazards 1. Assess levels of stress (harm)

2. Evaluate the Harm 2. Identify main sources of stress

3. Evaluate the Risk 3. Identify the main sources of

stress for individuals / teams4. Introduce Controls 4. Identify what can be done to

manage the main sources of stress

StressTools


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A Tool for Tackling Work-related Stress

StressTools aims to help organisations

identify and manage work-related stressors.

StressTools takes a preventive approach

emphasising removing work-relatedstressors rather than treating stresssymptoms

StressTools


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3 Work Stress Risk Assessments(SRA)

Task-based SRA

Team-based SRA

Future-focused SRA

Task based SRA


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Task-based SRA

Identify and control stressors and other humanfactors hazards arising from an unusual, complexor hazardous task

To be included in pre-existing Risk Assessmentprocess

Emphasises links between stress and safety

Tackles stigma associated with mentioning stress

F t re foc sed SRA


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Future-focused SRA

Involve cross-section of employees identifying work-related stressorslikely to be associated with a future project or organisational changeand planning preventative measures

Focuses on preventing future work-related stress

Relevant to major projects or organisational changes

Identifies relevant work-related stressors through employeeinvolvement

Can be tailored to local circumstances

Identifies actions to prevent / manage future sources of work-relatedstress

Team based SRA


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Team-based SRA

The team-based SRA method, which identifieslevels and sources of stress in teams doingsimilar work in organisations and identifieslocally relevant solutions through employeeinvolvement is particularly relevant in lightof the changes to the Health and Safety inEmployment Amendment Act 2002.


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Conducting a Team-based SRA


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Conducting a Team based SRA

Train project organiser / working teamNeeds to be well-respected by the teamImportant to maintain confidentiality about employees opinionsabout stressors and levels of stress

Prepare for the team-based SRAUse cross-section of employees to identify local work-relatedstressors

Customise the team-based SRAIdentify sub-groupsChoose comparison group for benchmarking purposesAdd local work-related stressorsAdd additional questions. Questions need a yes no answer format

Collect dataPaper workbook / on-screen option


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StressTools


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14 Management Standards Providing Guidance onHow to Prevent Work-related Stressors

WorkloadJob InsecurityTeam workingPerformance feedbackTraining &

developmentHours of work

Job designManagement supportTools and equipmentCommunicationRole ambiguity

Skill under-utilisationWork-life balanceEffort-rewardimbalance

Each Management Standard Includes


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g

A definition of the stressorHow the stressor can cause individual harm and organisational harmHow to identify if problem exists now or may do so in the futureManagement practices that may prevent or resolve these problems

A table which includes:States which describe a well -managed organisation, in relation tothis stressorA space to record current organisational practice, enabling a gapanalysis to be doneExamples of the types of best practice which exemplify the state A space to record next steps/actions

Prevention of Work Stress


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Prevention of Work Stress

primary prevention , reducing stress through:ErgonomicsWork and environment designOrganizational and management development

secondary prevention , reducing stress through:Work education and training

tertiary prevention, reducing stress through:Developing more sensitive and responsive managementsystems and enhanced occupational health provision

Organizational Culture


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Organizational Culture

Organizational culture is one of the key factorsin determining how successful an organizationwill be in managing work stress

Organizational culture is reflected in theattitudes of staff, their shared beliefs about the

organization, their shared value systems and common approved ways of behaving at work.

Why Focus On Employee Health


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and Well-Being?

American Psychological Association Poll Results

2 out of 3 employees indicate work has significantimpact on stress level.

25% of employees report calling in sick as a result

of work stress.

Why Focus On Employee Health


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Costs of Job StressJob stress is estimated to cost U.S. industry

$300 billion annually.

and Well-Being?

A WHO report states that India* will incuran accumulated loss of $236.6 billion by 2015

due to unhealthy lifestyle and faulty diets.$54 billion of income loss has been predicted by

2015 for Indians* due to the above reasons(*WHO Global health Satistics, 2008)

Employees: Your Most Important


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Asset


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Healthy Workplace Practices


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Healthy Workplace Practices

Employee InvolvementEmployee Growth & Development

Work-Life BalanceHealth & SafetyEmployee Recognition

How Do Employees Benefit?


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How Do Employees Benefit?

Physical Health

Mental Health

Job Satisfaction

Employee Morale

Stress

Motivation

Commitment

Climate

How Does the Organization


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Reduces AbsenteeismReduces TurnoverLowers Accident/InjuryRates

Benefit?

PerformanceProductivity

Cost SavingsHiring SelectivityProduct/Service QualityCustomer Service &Satisfaction

Competitive Advantages


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Ideal Model of Organizational StressManagement


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Management

OrganizationalCommunication

EmployeeInvolvement

Selectionand Placement

JobRedesigning

WellnessPrograms

Goal Setting

GOOD MANAGEMENT


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GOOD MANAGEMENT

ISSTRESS MANAGEMENT

Successful employers and managers provideleadership in dealing with the challenge of

work stress


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E d i b gi i g T t it th t St

Thank You

psychosocial factors nift-ergonomics

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